More from the Author

• Case | HBS Case Collection | March 2020

  Levi Strauss (A): A Pioneer Lost in the Wilderness

  Joshua Margolis, Ashish Nanda, Margaret Cross, Imran Manji and Bismah Rahmat

  In 2011, newly appointed CEO Chip Bergh needed to urgently turn around the iconic but floundering denim apparel firm, Levi Strauss & Co. (LS&Co.) Famous for its blue jeans, LS&Co. had suffered a decline in revenue of 29% from $6.8 billion in 1997 to $4.8 billion in 2011.
  Bergh faced some urgent decisions. Should LS&Co. focus more on the wholesale channel or direct-to-consumer channel? What parts of its product mix should the firm emphasize? In which geographies should it invest? With only a short window of time in which to build momentum, Bergh knew that he needed to prioritize, given the firm’s limited resources.

  Keywords: turnarounds; Transformation; Strategy; Decision Choices and Conditions; Decision Making; Strategic Planning; Apparel and Accessories Industry;

  Citation:

  Margolis, Joshua, Ashish Nanda, Margaret Cross, Imran Manji, and Bismah Rahmat. "Levi Strauss (A): A Pioneer Lost in the Wilderness." Harvard Business School Case 720-405, March 2020.  View Details

  CiteView DetailsEducators

  Related

• Teaching Note | HBS Case Collection | March 2020

  Babcom: Opening Doors

  Ryan W. Buell and Joshua D. Margolis

  Teaching Note for HBS No. 418-026.

  Citation:

  Buell, Ryan W., and Joshua D. Margolis. "Babcom: Opening Doors." Harvard Business School Teaching Note 620-088, March 2020.  View Details

  CiteView DetailsPurchase

  Related

• Case | HBS Case Collection | February 2020

  San Francisco Ballet: On 'Pointe' for the Future

  Rohit Deshpandé and Nicole Tempest Keller

  The SF Ballet was regarded as one of the top ballet companies in the world. It had an enviable earned revenue percentage of almost 50% and had an internationally recognized ballet school. However, by 2019 the Ballet faced a number of challenges. Ballet was a European art form that had gained popularity in the U.S. a century ago, but the demographics of the U.S. no longer reflected those European roots. In San Francisco, the Ballet had been a favorite pastime of the older, monied set, but the city's demographics had changed over the last few decades as young Millennials had flocked to San Francisco to join the burgeoning tech industry. The Ballet struggled to attract younger audiences and found itself competing with digital alternatives for how people spent their leisure time. Moreover, to make changes in programming, accessibility, and the Opera House venue to appeal to younger audiences, the Ballet risked alienating its loyal, older donors, who were the lifeblood of the Ballet's revenue model. Kelly Tweeddale, the newly hired Executive Director, had to consider the interests of various stakeholders - dancers, donors, audience, staff, board, and the local community - which often were at odds with one another. With limited resources, the Ballet needed to choose which changes to tackle first and those decisions were tied to how the organization prioritized its various constituents.

  Keywords: Arts; Business and Stakeholder Relations; Demographics; Organizational Change and Adaptation; Strategic Planning; Social Enterprise; Cultural Entrepreneurship; United States; San Francisco;

  Citation:

  Deshpandé, Rohit, and Nicole Tempest Keller. "San Francisco Ballet: On 'Pointe' for the Future." Harvard Business School Case 520-054, February 2020.  View Details

  CiteView DetailsEducators

  Related